Project Management Bus 4017 Week 5. Feb. 3, 2003 Agenda: Reminder: Charter, Communication matrix,...
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Transcript of Project Management Bus 4017 Week 5. Feb. 3, 2003 Agenda: Reminder: Charter, Communication matrix,...
Project Management Bus 4017 Week 5. Feb. 3, 2003
Agenda: Reminder: Charter, Communication matrix, Responsibility matrix did you complete it for the
World Trade Tower exercise – for your own records? Hand in Terms and definitions-2 marks. Keep a copy. Review last week’s learning-WBS pop quiz. Keep your
copy, but give me one. 1 mark.
Groups, Finish the tea WBS and 2 charts-Instructor review.
New Learning: Theory, Estimating and bids.P. 153-178 Group activity-building a data base –as a complete project.
Terms and Definitions – assignment
Turn in at start of class Wk. 5 What? 2 or more pages of single spaced. Where from: the movie, Verzuh book,
PowerPoints, and class web sites. Why? So you understand the meanings
when you take the midterm. So the classes have more meaning.
Review so far
Project definition = Develop S.O.W (Purpose, scope, deliverables, responsibilities).
2. Risk management strategy3. Work breakdown structure-relationships
4.Estimates-work packages 5. Schedule-calculate CPM and Float6. Assign and level resources7. Redefine any/all above to achieve cost,
time and quality equilibrium. Iteration-first pass. Continue to redefine
Negotiation in organizationA Proper Approach• Firms should view conflicts within the organization as conflicts between
allies, not opponents• Approaching intra-project conflicts with a desire to win a victory over the
other parties is inappropriate• The project manager should remember that he/she will be negotiating
with project stakeholders many times in the future• The proper objective should be to optimize the outcome in terms of
overall
Negotiation key points.
Some of 16 steps
1. E.g.Disregard appearances
2. Frame each issue3. Acknowledge legitimate
points4. Focus on common
interests5. Give them a stake6. Resources you share –
identify, etc.
If they wont negotiate
Examples of phrasing when the other party reuses to negotiate or use dirty tricks.
E.g. please correct me if I’m wrong
Get a third persons input-an authority preferred
Example Continued: Constructing a PERT or CPM Schedule
Step #4 – Add in the times required to complete each task.
The Critical Path is then defined as the path with the longest duration from Start to End
Step #5 – Calculate Slack for activities which do not appear along the Critical PathFind out the earliest start time (EST) and latest start time (LST) for each task so that the duration of the project is not impactedSlack is the difference between the EST & LST
Example; Duration of the Project is 19 daysActivity E requires 5 days to be accomplishedLST: Activity E must be started by Day 14 (19-5) so that the project is completed by Day 19EST: Activity E depends on Activity B being completed. The earliest B can be completed is Day 4. Thus the earliest Activity E could Start would be Day 5
6
2
5
8
4
5
Critical Path = A,C,F (19days)
Therefore the slack in this example is _____ days 10
Example Continued: Constructing a PERT or CPM Schedule
Step #4 – Add in the times required to complete each task.
The Critical Path is then defined as the path with the longest duration from Start to End
Step #5 – Calculate Slack for activities which do not appear along the Critical PathFind out the earliest start time (EST) and latest start time (LST) for each task so that the duration of the project is not impactedSlack is the difference between the EST & LST
Example; Duration of the Project is 19 daysActivity E requires 5 days to be accomplishedLST: Activity E must be started by Day 14 (19-5) so that the project is completed by Day 19EST: Activity E depends on Activity B being completed. The earliest B can be completed is Day 4. Thus the earliest Activity E could Start would be Day 5
6
2
5
8
4
5
Critical Path = A,C,F (19days)
Therefore the slack in this example is _____ days 10
P.E.R.T. elements on the network diagram
Be able to draw a box as per book showing above.
Float/slack: Look at the PERT box and note difference between the ES and the LS times.
Critical path is defined by the overall times of PERT boxes in which there is no float.
Task ID #
Time (duration)
ES LS
EF LF
Float
Slack or float
1 2 3 4 5 6 7 8 9 10 11
12 13 14 15 16 17 18 19
B B B B E E E E E
E E E E E
E FLOAT TIME 9 DAYS
Task. E Time.5
Earliest start. 5
Latest start14
Float 9 days
From the example. Previous page enter calculations and check
answer. E can be started
from 5th to 14th. Need 5 days to do job. Cant start till B done.
E FLOAT TIME 9 DAYS
Today’s class as a WBS
Term s W B S q u iz
H om e work
P ot o tea D ata b ase
G rou p workTyp e tit le h ere
E s tim ates
N ew learn in gTyp e tit le h ere
H ou sekeep in g R eview
O th er
W eek 5 C lass
Group work-complete the Pot of Tea
Show WBS diagram Show Network Schedule Show GANTT chart
New Learning: Estimating and budgeting. Verzuh. P. 153-178
Estimating is an art and science.
Estimate is a forecast. Hard to forecast future. Based on assumption rather more than facts.
Computers used for large estimates.Statistics and probability part of estimating large projects.
If the project is coming in under budget last phases estimates are bases on concave curve.
If estimates is coming in over budget last phase estimated based on convex curve.
Overestimating can result in loss of approval for project. Underestimating results in loss of profit and cancellation of projects.
Estimating can be used for time as well as $. Time estimates become schedules.$ estimates becomes budgets.
Budgets – are estimated then allocated.
Budgets usually are the $ provided or allocated to do the job.
They are approved based on the best estimates provided. Budgets can be managed or controlled They are detailed and follow accounting guidelines They are allocated by department or job. They can be be controlled in terms of cash flow. Budgets cover specific periods – usually a year. Budgets are based on
Estimates:Hi level
Top down methods (used upper and middle management).
a) Ball park to check if it’s worth making a detailed estimate. Best guess or x 2. Falls in a range? If still not good get some specifications and then ball part.
b) Order of magnitude – previous experience and relate to present project (bigger smaller, better or less quality?)
c) Apportioning – total budget allocated to phase of project as per hi level WBS. Need historical data. 1st phase done then re-assess. Overall estimate must first be accurate.
d) Phasing - estimate one product cycle as a project.
e) Apportioning and phasing combined.
Estimates: detailed
Parametric. Measure this and that and then apply to your specs. E.g. always need two types of info.Take out food. Dinner for one is $5.00. How much for 4 people?(info:price and people).Some saving due to quantity but roughly $18-20. Verzuh. P. 164-168
Estimating: hi level and detailed combined Phasing: estimates one project phase and product cycle at a
time. 1. Will use Order of magnitude to establish feasibility of
going ahead with detailed estimate for the phase.2. Will develop detailed estimate for the phase.3. Will provide magnitude for remainder of project.4. Repeat items 1 to 3 after each phase.In construction-do the estimate as per design and blueprints, (1st
phase) and see if cost of house is affordable to those specs. When detailed estimate (2nd phase). completed build first section of house. Estimate another section of house (3rd phase) then build.
Estimates, non detailed:
Top down are more general estimates.
Using various combined top down methods can be
accurate
Advantages: Not every detail needs to be
estimated. Upper management have access
to experience, access to historical records and big pictureof what is needed.
Will approve large amounts of money quickly
Disadvantages: Doesn’t include people doing the
job in the decision making Executives forget the cost of detailed
items and there can be many. Executives don’t always trust motives
Estimates, detailed:
Bottom up are detailed estimates.
Experts or team involvement
Use tasks from WBS to estimate
Must include your labour cost (aggregate/include benefits etc. )
Includes internal equip. costs
Include external suppliers
Advantages: Accuracy good More involvement of those
who do the job (good morale and qualified).
Disadvantages: Can be inflated Need to convince upper
management
Resolving top down vs bottom up using iteration
Upper and lower management seldom agree.
Upper management not in touch with some aspects.
Lower management protects themselves with “cushons” if things go wrong. (Murphy’s Law.
People who want project completed have bias to adjust budgets up or down.
Iterative process resolves the above.
Iterative process Lower (mgrs. ) departments,
ask for budget $ based on estimates.
Management sends estimate back, says too high.
Line managers adjust and explain why they need more $
Upper management begins to understand then give more $
Repeat above process until agreement or go ahead with project given and funds allocated (budgeted).
Questions about estimating:
Why do we estimate? What are 3 types of estimate that reflect levels of accuracy What are executive estimates called? What type of estimate would a bricklayer use? Does estimate and a budget mean the same thing? What two things can result from underestimating projects? Explain the term “Ball park estimating”? Would you use Ball park to price a task on the WBS? What is the relationship of the WBS to the estimate? What’s the process called when management sends the estimate
back to the workers and they revise and send it back?